“Engagement is an individual’s sense of purpose and focused energy, evident to others in the display of personal initiative, adaptability, effort, and persistence directed towards organisational goals” (Wiley-Blackwell – Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage) Organisations that create a culture of high engagement become more attractive for employees. These organisations manage to…
Whether you are a big corporation, a small or medium enterprise or an entrepreneurial start-up, having the right tools to keep you connected to your business and your clients can make all the difference. This does not only involve data security, accounting, and productivity tools, but also requires focus on messages and information pieces that…
Human resources and talent management professionals have long known that no-one really likes change. In fact, helping senior management lead change has become a core human resources competency. Change is feared because the brain, which is hard-wired to survive, perceives change as a threat. This, in turn, causes an eruption of negative emotions which cause…
From time to time, on account of market or other global business requirements and in order to achieve internal production and financial efficiencies, businesses implement strategic large-scale change initiatives for growth and sustainability. I had the privilege of consulting for a large multi-national company who was undergoing such a change. The company, in a couple…
One of my most loved music genre’s is ‘classical’ – not only compositions from the so-called ‘greats’ (Handel, Mozart, Beethoven, Haydn, etc.), but also the lesser-known composers that have influenced music style in the 20th Century. This morning, it was Ravel’s turn to serenade me. Joseph Maurice Ravel (1875-1937), perhaps one of the greatest of the…
“When alligators are nipping at your heels, you need to deal with the alligators” (Nick Pearce) Before creating a grandiose vision for the company, the leadership team needs to deal with the crises or at least get them under control. They should focus on putting out the big fires and on anything that can quickly…
I love motor vehicles, especially those that are designed to perform at optimal levels in races on tracks or on the dirt in rallies. The back-up crew of mechanics and engineers are critical to any driver’s potential success, as the crew spend hours tweaking the performance and ability of the vehicle from engine to suspension,…
“Organizational culture is the ‘water’ in the fishbowl. If the water is clean, nourishing, energising, the fish will thrive and if the water is toxic, the fish will die, leaving the infrastructure value-less” (Ranjan de Silva, Sensei International) Organisational health – the status of operating efficiently and effectively with a “happy team” of positive and…
Organisations are not naturally fertile seedbeds for new learning, growth and doing things in better ways. Leaders who want to instil wide-spread change and improve their respective companies, in fact, need to recognise that they are attempting to change a seemingly unchangeable paradox: organisations thrive on routine and the status quo. Daniel Goleman, in his…
“The fundamental response to change is not logical, but emotional” (Tom DeMarco) The current world socio-political and economic contexts are dismal, to say the least – financial analysts and the World Bank continue to predict slow growth, volatile markets, and the possibility of a longer or deeper recession than was first suggested. Governments are attempting…
Aleksandr Solzhenitsyn, an eminent Russian novelist, historian and tireless critic of Communist Totalitarianism, Nobel Prize in Literature (1970), when delivering a Harvard Commencement Address in June 1978, referred to the calamity of a de-spiritualised and irreligious humanistic consciousness and noted: “To such consciousness, man is the touchstone in judging and evaluating everything on earth –…
In previous and perhaps more stable eras, transformation in business was not that important, or seemingly so. The name of the game was securing a strong market position and retaining it. As John P Kotter notes in “The Heart of Change”, this philosophy underpinning business security was “build a big moat around a castle, keep…
